Ready for takeoff!

Picture from Pts.org

I wish it were as easy as taking a class and in turn I become a profound and impactful leader. The cynic in me said that it can’t be done. I suppose that’s why the professors use case studies throughout this program. So that we learn of the trials and tribulations and successes of those before us so that we consciously prevent the bad and persuasively create the good. I can only now, after the Columbia Mission case, expect to look back on that failed mission and think of the tools that it taught me that will last a lifetime. The scenario (minus the spaceship) relates so clearly to my everyday life in the Auto Industry. After all, when I think on the series of events, the over extension of expectations, the pressure to do everything to perfection, and the number of personalities involved in this project… is it not indicative of what most of us face daily in the workforce?

Weren't there a number of situations in those eight days between takeoff and the failed return that reminded you of your everyday work life? There was for me. The worst part is we all sat in class scrupulously replicating NASA’s efforts – we were all trying to decide who was at fault for the Columbia mission – scrutinizing the each individual’s every move. As this was happening I sat listening and pondered what my best analysis was. The more I thought about it, I flip-flopped back and forth between the engineer’s faults then the project managers faults, then the managers faults, then back again… Then it hit me. I couldn't choose for a very good reason. I could empathize with all of them. I've been in each of their shoes (figuratively, of course). I've been the engineer who wanted to say something, but didn't because I thought it best to leave it to those higher up in rank. I've been the project leader who was trying to get through the long list of items on her to-do list in prospect that quantity might overshadow quality or thoroughness at the end of the day. I have been the leader that was too busy in her own affairs to truly understand the impact of the information being given to her.  My point is that we, as a class, can sit around evaluate for hours. I can also sit back and reflect on a number of things that I've done wrong in my career. But what value does that add to any of our lives? The true tragedy here is learning of this story and not taking away the lesson that our Professor so eloquently taught. The lesson here is to remember this story as we move forward and use it to our advantage. The next time you are rushing through your day instead of trying to be effective; stop yourself and redirect your intentions. Seek to understand others. Learn to speak up and don’t stop trying until you know you've been explicit. Ask questions instead of giving answers. This last one is my favorite lesson from the Columbia Mission case.

On the brighter side, another case we studied in class taught us the wholehearted instincts of a coach who influenced his team in the most positive way. The Army team case was an exemplary story of a coach who took a struggling rowing team and made them into champions. Who would have thought forcing a rowing team to wrestle out their hostility towards each other would break their tension and lead the team on a path to the top? Brilliant! I must admit I had a completely different solution from what the coach decided to do.

What kind of leader will I be? I suppose that’s the story to be told. Trial and error has always been and will always be my mainstay. But I say, ‘bring it on’! I’ll be all the more prepared now that I've completed 604.